This study explores the co-occurrence of technological and organizational learning processes by analysing the adoption and use of four types of Human Resource Management (HRM) practices, rewarding, problem-solving, top-down management and decentralization, in the 1990s, across different technological learning environments. Using a sample of British workplaces, we show that the level of use of diverse HRM practices, aimed at creating different learning incentives, is persistently heterogeneous across technological learning environments, suggesting that HRM forms an essential part of the technological learning structure of firms.